7
The services we provide occur in a multi-dimensional environment. Individuals are assisted in their families and in the community in which they live. Invest in all three. Teaming process can mirror this – specific need expanded to geo team services. Community Family/ Geo Team Family/ Geo Team Individual/ Program Individual/ Program

8
Team Leaders Leonardtown Lexington Park Team Staff Child Welfare Protective Services Family Services Family Investment Child Support Employment Training Team Leaders Leonardtown Lexington Park Team Staff Child Welfare Protective Services Family Services Family Investment Child Support Employment Training Program Specialist for Child Support Family Investment TCA Employment Training Program Specialist for Child Support Family Investment TCA Employment Training Program Specialist for Child Protective Services Family Services Special Services Foster Care Program Specialist for Child Protective Services Family Services Special Services Foster Care Assistant Director of Operations Assistant Director for Services Director Program Integrity Accountability

9
 Is the engine of organizational learning which encompasses multiple areas of expertise and engages in a variety of activities & expands knowledge and expertise  Crucial learning activities take place within smaller, focused units of action for organizations to improve and innovate  Teaming is an essential aspect of PQI process/way of trying new ideas & practices to move an individual or family forward

12
 Noun – physically located in same place & learn to interact, develop trust and knowledge of one another’s roles  Verb – dynamic activity of coordinating & collaborating; still need to be able to share crucial knowledge quickly, ask questions clearly and frequently Geo Team Staffing/Teaming

13
Vision: We envision a St. Mary’s County of healthy communities in which individuals and families are safe and thriving. Mission: St. Mary’s County Department of Social Services, in conjunction with our community partners, is dedicated to empowering and protecting individuals and families as they seek stability and self-sufficiency.

14
Workplace Values: The SMCDSS staff believes in: R ESPONSIBILITY & A CCOUNTABILITY – essential to the creation and maintenance of trusting and productive relationships. C OMMUNICATION –essential for open and continuous sharing of knowledge, the work we do, and the results we achieve. T EAMING – an interdisciplinary way of doing business based on knowledge sharing, mutual ownership and collaborative decision- making R ESPECT – as a positive behavior we display and promote in our interactions with others E XCELLENCE – essential as the standard against we measure ourselves. E MPOWERMENT – as the outcome of a process that develops skills, provides support and creates opportunities for self-improvement and self-sufficiency

15
Organizational Value: T EAMING Behaviors: – Supporting colleagues – having each other’s backs – Sharing program knowledge – Respecting the program knowledge and practice of others – Being inclusive – Acting as part of the whole – Collaboration – Share problems and successes – Accepting the “big” picture and acting that way – Ability and willingness to adapt and change

16
 “Siloing” is still very hard to break since it is a construct of the larger hierarchy (DHR)  People are hired for specific jobs and trained in the aspects of these roles/ often little time taken or available to learn the rest of the organization  Specific expectations/targets of each of program is presented as the goal  What are the performance measures for FI, CSE, TCA/ETC, CPS, FC, AS, FS, Finance, HR?

17
 Less feasible to have static teams – coordination & collaboration are still essential but need to be fluid, which means “teaming” needs to be about reaching out, getting up to speed, establishing who is on the team and what they bring and try to make progress, all without a blueprint  Learning & execution occur simultaneously  Skills required:  Interpersonal awareness  Skillful inquiry  Ability to teach others what you know

18
 Interpersonal dynamics can affect teaming as most problems cannot be solved without cross- disciplinary collaboration  This requires that individual participants recognize the interdependency of their roles  Leading naturally to early & constant communication among separate programs though joint work – reflection and feedback must take place once the task is completed (can be brief but must occur)

19
 People need to speak up and to make this possible, it must be understood that failure is an option  Failure will happen in a dynamic, unpredictable and ambiguous world; it is not the goal but does occur  It takes courage to be direct, hold high expectations and to understand that uncertainty and risk are part of the work so failure does occasionally happen

20
 There is a built in tension between learning and performance along with a natural relationship – to maintain or improve performance, learning is required  Group dynamics affect organization’s ability to learn – interpersonal fear has debilitating affects on the collective learning process  Learning is:  Process of action;  Reflection; and  New (often modified) action

21
 This promotes performance in 2 fundamental ways: 1. Learning helps people develop skills and acquire knowledge ▪ Relative performance/Gap filling – improving performance by acquiring necessary skills or knowledge to do what others already know how to do

22
2. Learning occurs in reaction to changes in the world that require brand new responses ▪ Promotes performance by discovering and inventing new ways to respond that improve performance in some endeavor – no role models  Learning is paving new ground, often through trial and error  Performance is improved by better fit between capabilities and environment’s demands

23
 Learning is messy – there is no instruction manual & usually performance gains won’t show immediately  There is no guarantee that the learning is the right kind  A transition process is required  Performance may worsen on the way to improving  Trial and error does not look like good performance

25
 When focus is on ‘becoming a team’  Struggle or resistance to taking a risk in submitting final result to a group process rather than individual (inbred reaction)  People/roles become more important than the process  Too much focus on the “what”

26
 Focus shift to performance, goal becomes end product; team is means, not the end  Commitment of team is on their common purpose  Performance ethic becomes the culture  Members commitment to one another’s growth & development as well as the end product  Individual & mutual accountability  Focus on the “how” – method instead of results

27
An innovative organization has a teaming culture Teaming is an expectation It evolves through: 1. Curiosity – drives people to find out what others know, bring to the table and what they can add 2. Passion – fuels enthusiasm and effort; care enough to stretch, go all out 3. Empathy – ability to see another’s perspective which is crucial to effective collaboration under pressure